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Emerging stronger as a successor: Eight organising principles for successor development
November 16, 2021

This is the final article in the planned series of four, in preparation for the 18th Campden Wealth European Families in Business Forum in Berlin, Germany on 30-31 March, 2022. My prior articles—written for successors—addressed in turn the issue of successor value and the support successor's need to put in place to smooth succession over time.

This is the final article in the planned series of four, in preparation for the 18th Campden Wealth European Families in Business Forum in Berlin, Germany on 30-31 March, 2022. My prior articles—written for successors—addressed in turn the issue of successor value and the support successor's need to put in place to smooth succession over time.

Emerging stronger as a successor: Gain wisdom from your family, family business and trusted advisers
October 19, 2021

At a family business conference, several years ago, I had the good fortune to hear speak the senior family member and then president of the fourth generation Italian fashion house, Ermenegildo Zegna. In reply to a question on where he spent his time, he identified three areas of personal priority.

At a family business conference, several years ago, I had the good fortune to hear speak the senior family member and then president of the fourth generation Italian fashion house, Ermenegildo Zegna. In reply to a question on where he spent his time, he identified three areas of personal priority.

Emerging stronger as a successor: 'Successor, design your support'
September 13, 2021

Picture yourself as a successor, recently arrived in a foreign market with no clear job description, no clarity on why you are there and a suspicious local management team. Your brief is to 'Find your own way and make a difference' in a company with €1 billion plus sales and a track record of minimum active family involvement.

Picture yourself as a successor, recently arrived in a foreign market with no clear job description, no clarity on why you are there and a suspicious local management team. Your brief is to 'Find your own way and make a difference' in a company with €1 billion plus sales and a track record of minimum active family involvement.

Emerging stronger as a successor: Successor value to the family enterprise
August 9, 2021

Do you know what your value to the family company as a successor is? If you are considering joining, do you know under what conditions your value might be at its maximum? Are these questions important?

Do you know what your value to the family company as a successor is? If you are considering joining, do you know under what conditions your value might be at its maximum? Are these questions important?

Family philanthropy: How do you compare?
August 11, 2008

Families in Business conducted an online reader survey to uncover the biggest challenges that philanthropists are currently facing.

Last month, Families in Business conducted an online reader survey to uncover the biggest challenges that philanthropists are currently facing. Read through the results to see what we uncovered. Click here to read the main article.

Leadership development: learning to take charge
July 1, 2007

There comes a time in a family business when control has to be passed down to the next generation. But how do you prepare them to lead? Fran Lotery and Dennis Jaffe explore how families can help their offspring in this regard

Fran Lotery and Dennis Jaffe are partners at Relative Solutions.

There comes a time in a family business when control has to be passed down to the next generation. But how do you prepare them to lead? Fran Lotery and Dennis Jaffe explore how families can help their offspring in this regard

Expanding our thinking to the human perspective
September 1, 2004

Family businesses have opportunities to use sophisticated strategies to manage financial risk. But, as Mark Rubin explains, they can also apply similar principles to manage human risk

Mark Rubin is co-founder of the Metropolitan Group, LLC.

Family businesses have opportunities to use sophisticated strategies to manage financial risk. But, as Mark Rubin explains, they can also apply similar principles to manage human risk

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